应急动员联盟合作伙伴选择决策环境与对策研究

应急动员联盟合作伙伴,是由盟主在应战应急时根据动员任务从国民经济体系中挑选的包括企业在内的各种经济组织,职能为应急动员联盟具体任务的实施。由于伙伴选择的不稳定的动态环境、不完备的信息和决策者的有限理性,需要盟主在进行伙伴选择时,以核心能力互补作为应急动员联盟组建的首要原则,注重动员联盟伙伴间、盟主与伙伴间的沟通与信任,建立以利益共赢为目标的伙伴选择模型。     

缝隙型企业选择基于商业生态系统的核心企业平台的策略

在管理领域,商业生态系统的概念在最近几年迅速崛起,成为学者们争相研究的热点,但是大部分文献的焦点都集中在商业生态系统整体和提供系统平台的核心企业两个方面,而关于在商业生态系统中数量占有绝大多数的缝隙型企业的研究却很少,本文通过商业生态系统中缝隙型企业的定位进行分析,从商业生态系统整体的宏观角度和核心型企业个体的微观角度来分析影响缝隙型企业选择核心型企业平台的各种因素,并设计了缝隙型企业选择核心企业平台数量的简单模型,为缝隙型企业的战略决策提供了一定的参考.     

灵捷虚拟企业合作伙伴选择研究

伙伴选择问题是灵捷虚拟企业组建过程中的一个重要问题,伙伴选择的优劣直接关系到虚拟企业的市场反映速度及合作的绩效和成败。通过模型提出了核心竞争力的识别、对通过检测的企业进行综合评价、优选是灵捷虚拟企业伙伴选择的三个阶段,并采用了数据包络分析法对合作伙伴的选择从定性和定量两个方面进行分析,使合作伙伴的选择更具科学性、可行性和有效性。     

虚拟企业伙伴核心能力的识别与评价

本文基于企业核心能力的特性和虚拟企业的特点,从价值性、延展性、独特性、可组合性四个方面论述了虚拟企业伙伴核心能力的识别方法,建立了二级评价指标体系,并在此基础上利用模糊综合评判法构建了评价模型,使虚拟伙伴的选择更具科学性、可行性和有效性。     

虚拟企业合作伙伴选择机制

本文在信息集成的基础上,结合层次分析法、决策表和群决策理论,提出了一种基于企业知识的集结和专家群决策结果的新方法,并建立了虚拟企业合作伙伴选择的方法和工作步骤,实现以企业知识为基础的虚拟企业伙伴选择的良性循环,将促进更广泛的企业间集成。     

基于三阶段综合评判法的虚拟企业伙伴选择研究

选择正确的合作伙伴是组建虚拟企业的关键因素之一,而要保证伙伴选择过程中决策的正确性,就必须采用合理的合作伙伴选择方法。从虚拟企业建模角度出发,提出了基于关系理论的定性过滤、基于数据包络的定量筛选、基于综合评判的最优组合确定三阶段虚拟企业伙伴选择模型。     

企业购并合作伙伴选择的探讨

企业购并的伙伴选择是企业购并组建过程中最重要的环节,合作伙伴选择失误会导致企业购并失败。本文认为在当前复杂的市场环境中,传统的伙伴选择方法已不足以应付今天的挑战,在分析了传统的伙伴选择方法的缺陷的基础上,探讨了新型的伙伴选择方法。     

基于核心企业视角的企业技术创新生态系统构建

文章在归纳国内外关于核心企业理论与企业技术创新生态理论的相关研究基础上,通过分析已有的企业技术创新生态系统结构模型的不足,提出了基于核心企业视角的企业技术创新生态系统结构模型.其中包括:核心企业、技术研发与产品应用、创新生境和创新平台四个部分,并结合生态学理论,深入探讨了各结构部分的内涵和其相互作用关系,阐明了企业技术创新生态系统与自然生态系统在结构上的相同和差异.     

基于AHP和灰色评价理论的企业贸易伙伴选择

外贸企业的需求不尽相同,依据层次分析法和灰色评价理论建立了一种根据决策者偏好的自适应最佳贸易伙伴的选择方法,并设计了相应的决策支持系统,为企业外贸决策提供智能化的技术支持。     

经济危机时期企业战略联盟伙伴选择模型

战略联盟伙伴选择模型一般基于AHP法,着眼于长期战略考虑。经济危机时期企业战略联盟以弱化经济萧条冲击为出发点,其伙伴选择模型则应更多的关注于风险、成本和时间等因素。     

基于模糊积分的新产品开发合作伙伴选择

新产品开发合作伙伴选择需要考虑的因素很多,既有定性的也有定量的。对于定性指标运用三角模糊数将其量化,并引入核心企业的风险态度因子,通过映射将决策信息转化为点值决策信息;同时利用熵权的求法来确定模糊密度。在此基础上建立基于模糊积分的优选模型,从而选出最满意的合作伙伴,并通过实例进行有效分析。     

基于社会资本理论的平台企业与合作伙伴的动态合作演化研究——菜鸟网络纵向案例研究

生态合作关系的建立与良性运转能够有效调动各方资源解决行业发展困境、共同互助提升。基于社会资本理论，研究探索了平台企业与合作伙伴如何识别不同阶段发展瓶颈、应对措施、产生结果等生态合作演化过程。以菜鸟平台作为案例研究对象，解锁了生态合作不同阶段的动态合作演化路径与规律。研究发现：（1）平台企业与合作伙伴共经历基于需求与供给的绑定、基于价值获取与能力提升、基于共生共赢的合作三个阶段；（2）三阶段分别着重于建立伙伴间连接与信任、提升伙伴能力与协同配合、增强伙伴责任共担、贡献自身的意识；（3）各阶段均形成以“瓶颈—策略—结果”为内在逻辑的合作演化路径，最终建立生态合作演化整合模型。研究通过拓展对社会资本理论的认知，深化了对平台生态系统领域内合作演化过程的理解。     

项目组合投资综合决策模型及其应用探析

对项目组合投资问题建立了一个综合决策数学模型,利用优化理论并结合一个具体实例进行了求解。给出的算例为文中的模型和方法作了一个诠释,从理论上得到了一个能使企业获得最大收益的最终投资方案。     

基于多属性模糊决策的行为投资组合优化模型

Simon认为经典决策理论的假定过分地严格,在实际中往往难以满足。运用上、下偏矩的方法来估计未来财富不低于渴求水平的概率,并基于多属性模糊决策方法构建两个心理帐户的行为投资组合优化模型。模型中融入了不同质投资者的真实情感、信念及认知状态,实证分析的结果表明该模型具有很强的实用性和包容性。     

物流配送网络优化分析及最短路径算法

文中根据物流配送网络问题的特点和要求,对物流配送网络的目标决策、约束条件、绩效测度,配送网络中Excel优化模型进行了探讨,并对常见的单源有多条线路可以选择的单个用户配送需求问题构建了最短路配送网络模型,然后应用Excel建模并对最短路问题给出了求解算法。     

Amazon's evolving ecosystem: A cyber-bookstore and Application Service Provider

Amazon.com has been through several stages of development: first as a cyber-bookstore, then a cyber-market, and now an Application Service Provider (ASP). I apply the concept of “business ecosystem” to describe the evolution of Amazon.com, and highlight the role of web services in the shaping of its ecosystem. The company plays a central role in the ecosystem, working with a network of partners to bring products and services to customers. By continually trying to improve the health of its ecosystem, Amazon ensures its own survival and prosperity. The mechanisms through which Amazon has created its ecosystem are discussed and ideas for firms looking to create analogous business communities are advanced. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

Orchestrating ecosystem resources in a different country: Understanding the integrative capabilities of sharing economy platform multinational corporations

This paper investigates how sharing economy platform multinational corporations (SEP-MNCs) orchestrate ecosystem resources to drive sustainable growth in a different country, through a dynamic capability perspective. Based on a multiple-case design, we offer a process perspective that identifies three sets of distinct integrative capabilities that come to the fore at different stages of the SEP-MNC's ecosystem development in a different country. By arguing that dynamic capabilities need to be co-created, we posit that, ultimately, the platform ecosystem value creation requires collective engagements of both internal and external resources of the platform ecosystem in building and preserving the collaborative action that amplified their individual resources to identify new and novel opportunities. We therefore re-conceptualizing dynamic capabilities of SEP-MNCs resides at the ecosystem level where the capabilities become an emergent and highly integrated property, with recurrent patterns that only become apparent from continuous interactions with their ecosystem partners. We also contribute to the IB literature by offering a holistic view that infuses dynamic capabilities with the themes of interdependence, sub-national network coordination, and data intelligence; themes that are yet to be fully incorporated into IB scholarship.     

Resolving post-formation challenges in shared IJVs: The impact of shared IJV structure on inter-partner relationships

The “50/50”, or the shared management international joint venture (shared IJV) remains a popular and yet challenging control structure to govern IJVs. The purpose of this study is to understand the post-formation management of shared IJVs, specifically the relationship between shared structure, relational conditions and management of post-formation challenges. Our evidence is based on 26 in-depth interviews across four cases of shared IJVs between British multinationals and Asian companies. Our findings indicate that the highly integrative nature of shared IJVs, including high operational interdependence and shared decision-making, encourages partners to work closely together, communicate frequently and intensely and exchange personnel. Although share management can lead to inter-partner conflicts, the equal investment and mutual responsibility partly provides partners with motivation and opportunities to learn about each other, to better implement the control structure, to build trust, and to commit to the venture and partner. These relational conditions facilitated the successful management of post-formation challenges such as diversity related conflicts and macro volatility.     

International franchising decision-making: An application of stakeholder theory

Stakeholder theory is used to provide a frame of reference to examine the decision-making process involved in international franchising agreements. An international hotel group was selected as a case. Previous studies focus on investigations of the franchising process after the decision to engage has been taken and contracts duly exchanged. The analysis presented here focuses on the pre-contracting level: on selection and recruitment. The findings emphasise the importance of managing business cultural incompatibility between potential partners and the franchisor and within the franchising company itself.